2019 Digital Trends by Adobe

2019 Digital Trends
Experience Index

Contents
1. Foreword by Adobe 3
2. Executive summary 4
2.1. Acknowledgements 6
3. Quest for great CX powered
by technology 7
4. Data is the new everything 13
5. Customer journey management holds
key to personalisation 19
6. Control of data: compliance and
walled gardens 25
7. Increased uptake of artificial intelligence 30
8. Recommendations 36
9. Appendix 1: Respondent profiles 38
10. Appendix 2: Other selected charts 43
2019 Digital Trends2

1.
Foreword by
Adobe.
Welcome to our latest annual Digital Trends
report, produced in partnership with
Econsultancy for the ninth year running.
Looking back to our inaugural report almost a
decade ago, the difference in the make-up of
the 12,500-plus respondents is striking. It shows
how Digital Trends has evolved from something
focused largely on digital marketing to a more
all-encompassing study centred on the unifying
theme of personalised customer experience (CX).
Those working in marketing (23% of the total
client-side sample) are now outnumbered
by those with creative or design roles (28%),
with other functions such as IT (10%) and
content (7%) also strongly represented.
It is indicative of the growing recognition that
organisations need to be built around the
customer, with a range of different business
functions looking to embrace the type of CX
mindset and philosophy described in this report.
Data-driven marketing, highly-personalised content,
customer engagement, artificial intelligence
(AI) and machine learning (ML) are all being
recognised as necessary implementations.
CX is key, but implementation is slow
While the report demonstrates organisations are
ready to respond - half of organisations (50%) are
planning to increase CX-related technology spending
in 2019, and only 5% say they plan to reduce it -
there is a lag in implementation: marketing and
CX technology continues to be fragmented.
More than half (54%) of global companies categorise
their CX maturity as either‘not very advanced’(46%)
or‘immature’(8%). Only 9% of Asia Pacific respondents
described their companies as‘very advanced’.
Executives in Asia Pacific are positive about
automation, with only 24% describing themselves
as‘cautious’, compared with 34% in the US. Further
to that, Asia Pacific businesses (24%) state they
have experienced a positive rather than negative
impact from the increased focus on consumer
data protection. This is a time of opportunity.
In today’s competitive marketplace – described
widely as the age of the consumer – companies are
increasingly being asked to deliver personalised and
joined-up experiences across different touchpoints.
We are better positioned than ever to help.
Adobe has been on its own exciting journey, with
its evolution culminating in the Adobe Experience
Cloud, a platform that gives our clients best-in-
class solutions for marketing, analytics, advertising
and commerce. All under the umbrella of CX.
Last year saw us announce the acquisitions of
Magento and Marketo. Magento gives us exciting
new capabilities to help customers refine the
shopping experience, while the Marketo acquisition
– our largest to date – increases our ability to offer
world-class solutions to B2B enterprise customers.
The most dominant theme emerging from this year’s
research is the importance of customer data, and
the greater levels of urgency that are apparent when
it comes to harnessing data for commercial gain.
Our priority is to work with brands to unlock the
possibilities of customer experience management
and accelerate their business transformation.
Paula Parkes
Senior Director, Marketing
Digital Experience
Adobe
2019 Digital Trends 3

2.
Executive summary.
The 2019 Digital Trends report, produced by Econsultancy in partnership with Adobe
for the ninth year running, is based on a global survey of 12,815 marketing, advertising,
ecommerce, creative and IT professionals working for both brands and agencies.
The research looks at the most significant digital-related trends that are driving marketing and
customer experience strategies in the short to medium term, with a focus on understanding
what companies are prioritising and what they regard as the greatest challenges.
Key insights from this year’s research include:
Those companies that are succeeding are
delivering first-class, personalised customer
experiences built on a foundation of
integrated marketing and CX technology.
• Those organisations classifying themselves as‘very
advanced’at customer experience are almost three
times more likely than their peers to have exceeded
their top 2018 business goal by a significant margin.
• But only 10% of responding companies regard
themselves as very advanced at CX, and the same
percentage describe themselves as‘digital-first’.
Digital-first companies are 64% more likely than
their peers to have exceeded their top 2018
business goal by a significant margin (23% vs. 14%).
• CX leaders are four-and-a-half times more likely than
other companies to have a highly integrated, cloud-
based technology stack (32% vs. 7%). Companies
with a highly unified technology stack are 131%
more likely to have significantly outperformed
their top 2018 business goal (30% vs. 13%).
• Half (50%) of client-side respondents say
their organisations are planning to increase
CX-related technology spending in 2019,
and only 5% say they plan to reduce it.
The most dominant theme emerging from this year’s
research is the importance of customer data, and
the greater levels of urgency that are apparent when
it comes to harnessing data for commercial gain.
• The larger organisations surveyed for this research
(£150m+ annual revenue) regard‘data-driven
marketing that focuses on the individual’(24%) as
the single most exciting opportunity for their
organisations in 2019, ahead of‘optimising the
customer experience’(19%) in second place.
• Marketers surveyed for this research are
particularly focused on data. Most marketers
(55%) expect‘better use of data for more
effective audience segmentation and targeting’
to be among their top three organisational
priorities during 2019. The second most popular
choice for marketers is‘improving customer
intelligence and insights for a holistic customer
view’ (42%), another data-related discipline.
• ‘Customer journey management’ (33%) is the top
digital-related priority for larger organisations. For
these larger companies‘delivering personalised
experiences in real time’(37%) is the most
exciting prospect in three years’time.

Companies are seeking greater control and
ownership of their data, with a focus on
compliance and concern about‘walled gardens’.
• More than a quarter (28%) of marketers cite
difficulties‘personalising customer experience
without violating consumer privacy’ as a challenge
most likely to keep them awake at night.
• Across all regions, significantly more businesses
say they have experienced a positive rather than
negative impact from the increased focus on
consumer data protection. More than half (52%)
of CX leaders report a‘positive impact’, compared
to only 8% who see a‘negative impact’.
• Those in Europe – where companies have
been focused on becoming compliant with
the EU’s General Data Protection Regulation
(GDPR) – are significantly more likely than
those in other regions to report a negative
impact (24%), though even here a higher
proportion report a positive impact (34%).
• More than four in ten (44%) agency respondents
working in advertising describe‘walled audience
data silos, such as Facebook and Google’as one
of the three biggest challenges, making this
their clients’number-one headache ahead
of other high-profile challenges such as‘ad
viewability’(20%) and‘ad fraud’(17%).
AI has gained significant traction in the last year,
but there are still significant barriers preventing
organisations from reaping the benefits.
• Survey respondents are most likely to describe
themselves as‘curious’(36%) when it comes to the
impact of automation, positioned in the context
of‘self-driving cars’and‘grocery stores without
employees’. Just over a quarter (26%) of client-
side respondents are‘really excited’, while 22% are
‘cautious’and 5% are‘happy’. Relatively few survey
respondents report more negative emotions, with
only 4% saying they are‘afraid’and 1%‘angry’.
• Where there is inertia within businesses around
AI uptake it is due to the lack of awareness and
understanding about the‘how’and‘why’of artificial
intelligence. A third (33%) of larger organisations
cite‘no perceived need’, while 37% concede a‘lack
of knowledge on how they can use AI’, and 38%
have not yet‘assessed how they could use AI’.
• There has been a 50% increase since last year in
the proportion of larger organisations stating
they are already using AI, up from 24% to 36%.
CX leaders are twice as likely as other companies
to be using AI within their organisations.

2.1. Acknowledgements
As well as all survey respondents, Econsultancy and
Adobe would particularly like to thank the following
interviewees for their contributions to this research:
• Lynne Biggar, Chief Marketing and
Communications Officer, Visa
• Angus Cormie, Ecommerce Director for
Consumer and Small Business, Dell
• Kristof Fahy, CMO (Interim), Checkatrade.com
• Clive Grinyer, Consultant
• James Keady, Director of Digital Engagement
for Asia and EMEA, Citibank
• Jennifer LaFrance, Director of Global Digital
Strategy, McCormick & Company
• Laurence Parkes, Chief Strategy
Officer, Rufus Leonard
• Ivan Pollard, Global CMO, General Mills

A persistent theme running through recent
Econsultancy/Adobe annual Digital Trends reports
has been how businesses must remain focused on
the CX vision. First-class, personalised customer
experiences need to be at the centre of commercial
strategies because they are vital for competitive
differentiation and, increasingly, just for survival.
This year’s report serves as a wake-up call for those
companies that are failing to make progress when
it comes to transformative CX improvements,
including the strategy and technology that are
required to underpin this. As noted by Econsultancy
Founder Ashley Friedlein in his round-up of key
marketing and digital trends for the coming
year, “customer experience is perhaps as much a
mindset and business philosophy as a discipline”1
.
3.
Quest for great CX
powered by technology.
1. https://econsultancy.com/ashley-friedlein-marketing-digital-trends-2019/
CX leaders are almost
three times more likely
than their peers to have
exceeded their top
2018 business goal by
a significant margin.

Figure 1: How do you rate your company in terms of customer experience (CX) maturity?
8%
44%
38%
10%
5%
45%
42%
8%
Immature – we haven’t even started on this journey
Not very advanced – we have some ad hoc tactical initiatives
but no real CX strategy or tech capability
Quite advanced – our strategy and technology are aligned
but CX is not fully embedded yet
Very advanced – our strategy and technology are well
aligned around CX to successful effect
2015 2019
Respondents 2019: 5,153
Respondents 2015: 937
While customer experience is widely recognised
as crucial for commercial success, the research
suggests that organisations are struggling to
translate this conceptual understanding into
an operational reality. Whether CX is a mindset,
philosophy or a discipline, too many companies
are failing to seize the initiative, as is evidenced
by our global survey of business professionals
completed by thousands of respondents in North
America, Europe, Asia Pacific and other regions.
Only one in ten organisations see themselves as‘very
advanced’in respect of customer experience – just
a two-percentage-point improvement since 2015
when we last asked this question (Figure 1). Most
companies (52%) still categorise themselves as either
being‘not very advanced’(44%) or‘immature’(8%).
While many companies have made genuine progress,
others are only just waking up to the magnitude and
difficulty of the task, with legacy CX and marketing
technology infrastructure no longer seen as fit for
purpose in a world of increasing complexity.
Customer experience
is perhaps as much a
mindset and business
philosophy as a discipline.
Ashley Friedlein
Founder, Econsultancy
“

Figure 2: Proportion of responding companies that exceeded their top 2018 business goal by a
significant margin (for different levels of CX maturity)
37%
18%
10%
8%
Very advanced - our strategy
and technology are well
aligned around CX to
successful effect
Quite advanced - our strategy
and technology are aligned
but CX is not fully embedded
yet
Not very advanced - we have
some ad hoc tactical
initiatives but no real CX
strategy or tech capability
Immature - we haven't even
started on this journey
Respondents: 5,150
2. https://go.forrester.com/blogs/the-sorry-state-of-digital-transformation-in-2018/
Figure 2 serves as a potent reminder of the commercial
benefits for companies that have prioritised the
customer experience. Those organisations classifying
themselves as‘very advanced’at CX (CX leaders)
are almost three times more likely than their
peers to have exceeded their top 2018 business
goal by a significant margin (37% vs. 13%).
The lack of progress by many organisations is also
evident from the steady and persistent decline in
the proportion of companies that see themselves
as‘digital-first’organisations, dropping to just
10% in 2019 (see Figure 31 in Appendix 2).
This hesitancy around digital transformation is
consistent with research by analyst firm Forrester
which also shows a large amount of inertia in this
area2
. According to its 2018 study of 1,600 business
and IT decision-makers, the majority of organisations
(56%) are attempting digital transformation, but the
level of investment and ambition is insufficient when
it comes to making functions such as marketing and
customer service truly fit for purpose in the digital age.
Only one in ten
organisations see
themselves as‘very
advanced’in respect of
customer experience.

significant margin (by level of digital maturity)
23%
16%
14%
15%
We are a digital-first
organisation
Digital permeates all our
marketing activities
Digital permeates most of our
marketing activities
Digital marketing is very
much separate
Respondents: 3,439
Companies with a highly
unified technology stack
are 131% more likely
to have significantly
outperformed their top
2018 business goal.
It should be noted that many organisations
that were not born as digital companies are not
necessarily striving to be digital-first. Omnichannel
capabilities have risen in importance, with the
aim for many companies to prioritise customer
centricity over a digital-at-all-costs mentality.
That said, just as we saw that CX-focused companies
are outperforming their peers, so it is true that
digital-first companies are reaping the benefits
(Figure 3). Digital-first companies are 64% more likely
than their peers to have significantly outperformed
their top 2018 business goal (23% vs. 14%).

Figure 4: What best describes your organisation’s approach to marketing and customer experience
technology? (by CX maturity)
32% 33%
26%
9%
7%
26%
49%
18%
We have a highly integrated,
cloud-based technology stack
We have a somewhat
integrated, cloud-based
technology stack
We have a fragmented
approach with inconsistent
integration between
technologies
We have little or no cloud-
based technology
CX leaders Others
Respondents: 3,381
3. https://chiefmartec.com/2018/04/marketing-
technology-landscape-supergraphic-2018/
How technology underpins success
To realise the potential of digital transformation
for customer experience and marketing activities,
an effective technology base remains pivotal.
Among those recognising this is Visa CMO
Lynne Biggar, one of a number of leading brands
interviewed by Econsultancy for this report.
“From a martech perspective, we have invested
an increasing amount in building the right stack
over the last couple of years. We’re using our dollars
effectively and putting money towards the evolving
media platforms that drive the most return, and
leveraging data to make smart decisions.”
Marketing technology is a notoriously fragmented
world, owing to the historical build-up of outdated
systems or disparate, specialised solutions (and
homegrown bridging software) dedicated to
quickly plugging gaps or addressing new needs.
These were tolerable in the past, but in today’s
world of individualised, omnichannel marketing,
a more unified approach has become vital.
In an industry where, at the last count, nearly
7,000 solutions from more than 6,000 unique
suppliers were available to brands3
, it is unsurprising
that the martech landscape remains complex
and fragmented. Almost two-thirds (64%) of
organisations either have‘little or no cloud-based
technology’(18%), or base activities on a‘fragmented
approach with inconsistent integration between
technologies’ (46%) (see Figure 32 in Appendix 2).
This research shows that the right kind of technology
infrastructure is integral to successful CX.
Figure 4 shows that companies classifying as CX
leaders are four-and-a-half times more likely than
their peers to have a highly integrated, cloud-based
technology stack (32% vs. 7%). Further highlighting
the importance of integrated systems, companies
with a highly unified technology stack are 131%
more likely than their peers to have exceeded their
top 2018 business goal by a significant margin
(30% vs. 13% – see Figure 33 in Appendix 2).

Figure 5: Please rank the following in terms of order of priority for you in your job role during 2019.
(the IT professional view)
14%
19%
20%
22%
25%
16%
20%
16%
22%
23%
15%
24%
17%
19%
15%
45%
63%
53%
63%
63%
Delivering improved experiences for our employees through
new technology deployment
Improvements to our data collection and data unification
capabilities
Delivering improved experiences for our employees by
optimising existing technology
Delivering improved experiences for our customers by
optimising existing technology
Delivering improved experiences for our customers through
new technology deployment
First choice Second choice Third choice
Respondents: 266
Respondents based in Europe and Asia Pacific say
their businesses are more encumbered by legacy
technology than those in other regions, with
two-thirds relying on either fragmented technology
or reporting little or no cloud adoption, and 8% and
9% respectively (compared to 12% in the United
States) stating they have put a tightly integrated set
of solutions in place (see Figure 34 in Appendix 2).
The positive side of the technology story is that
many businesses are showing a willingness to tackle
shortcomings. Half (50%) of client-side respondents
say their organisations are planning to increase CX-
related technology spending in 2019, and only 5% say
they plan to reduce it (see Figure 35 in Appendix 2).
Among IT professionals surveyed for this report
(Figure 5), the most commonly-cited first-choice top
priority for 2019 is‘delivering improved experiences
for customers through new technology deployment’
(25% of IT respondents). This eagerness, among IT
teams, to deploy new CX technology is particularly
pronounced in Europe and the United States,
where more than six in ten organisations (66%
and 68%, respectively) cite it as a top-three priority
for the coming year, versus 55% for Asia Pacific.
From a martech
perspective, we have
invested an increasing
amount in building
the right stack over the
last couple of years.
We’re using our dollars
effectively and putting
money towards the
evolving media platforms
that drive the most return,
and leveraging data to
make smart decisions.
Lynne Biggar
CMO, Visa
“

If the technology platform is the engine room that
drives CX and marketing activities, then the data is
the oil that lubricates and powers this increasingly
sophisticated machinery. Companies that treat
their data as a valuable and critical competitive
asset – while taking care to respect consumer
privacy – can use it to help drive their commercial
strategies through better customer experiences.
Recognising this potential for their businesses,
enterprise organisations surveyed for this research
regard‘data-driven marketing that focuses on the
individual’as the single most exciting opportunity
in 2019 (Figure 6). Around a quarter (24%) of
company respondents working for companies
with revenues of more than US$195m make this
their number-one choice, ahead of‘optimising
the customer experience’(19%) in second place.
As we shall explore later in this section of the report,
many businesses have experienced difficulties
when seeking to harness data for commercial gain.
Problems can emerge when different types of
customer-related data – whether from CRM, digital
analytics, ecommerce or in-store – are trapped within
company silos and standalone tools which are not
properly integrated. A single customer view – or even
something approaching that – becomes impossible.
4.
Data is the new
everything.

Figure 6: Which one area is the single most exciting opportunity for your organisation in 2019?
(larger versus smaller organisations)
2%
1%
1%
2%
4%
5%
5%
7%
8%
10%
12%
19%
24%
2%
1%
3%
4%
8%
3%
12%
2%
7%
9%
16%
18%
15%
None of the above
Voice interfaces
Engaging audiences through virtual or augmented reality
Reaching and understanding mobile customers
Social marketing
Internet of Things (IoT) / connected devices e.g. wearables,
audience tracking
Video to increase brand engagement
Utilising artificial intelligence / bots to drive campaigns and
experiences
Multichannel marketing
Using marketing automation to increase efficiency and yield
Creating compelling content for digital experiences
Optimising the customer experience
Data-driven marketing that focuses on the individual
Organisations with annual revenues of less than $US195m Organisations with annual revenues of more than $US195m
Respondents: 1,421
According to Angus Cormie, Ecommerce
Director for Consumer and Small Business, Dell,
integration of customer data is crucial: “We are
getting better at customer data integration. We’re
launching new CRM capabilities within the Dell
world which we’ve been a bit behind on in the
past but we’re now accelerating that process.
“Within Dell we’re doing a lot of work around integration
of the marketing and data elements into a fairly well-
defined martech stack for our commercial business, but
within small business and consumer segments, we’re
still focused on CRM databases. We don’t have the end-
to-end focus and that won’t be a priority until we have
built out our CRM capabilities. Then we can figure out
the role of a martech stack in our broader strategy.”
We are getting better at
customer data integration.
We’re launching new CRM
capabilities within the
Dell world which we’ve
been a bit behind on in
the past but we’re now
accelerating that process.
Angus Cormie
Ecommerce Director for Consumer
and Small Business, Dell
“

Figure 7: Which one area is the single most exciting opportunity for your organisation in 2019?
(B2B versus B2C)
3%
1%
2%
5%
2%
4%
7%
8%
8%
7%
21%
13%
19%
5%
1%
2%
3%
4%
5%
6%
7%
10%
10%
12%
15%
20%
None of the above
Voice interfaces
Reaching and understanding mobile customers
audience tracking
experiences
Multichannel marketing
Social marketing
Using marketing automation to increase efficiency and yield
Video to increase brand engagement
Data-driven marketing that focuses on the individual
Creating compelling content for digital experiences
Optimising the customer experience
B2B B2C
Respondents: 1,761
Culturally, operationally and technically, recalibrating
a business around the customer is highly complex
and can take much longer to achieve than expected.
But the latest edition of this report demonstrates
not just a continuation of the shift towards data-
led marketing, but also an uptick in the urgency
with which businesses are seeking to get there.
Figure 7 – showing the differences between B2B-
and B2C-focused survey respondents – reveals
data-driven marketing to be the single most
exciting opportunity for B2C companies, with more
than a fifth (21%) of these companies selecting
this option, compared to only 12% for B2B.
But it would be wrong to think that data-driven
marketing is only an opportunity for those in B2C,
with B2B organisations ultimately having just as
much opportunity to utilise data-driven marketing.
B2B customers and prospects are consumers
themselves, and ultimately expect the same kind of
high-quality engagement irrespective of whether
they are wearing their work or consumer hats.
The most likely explanation for the apparent lack
of B2B excitement around data-driven marketing
is that it has become very much‘business as
usual’. Many companies in the B2B sphere are
also focusing on account-based marketing (ABM)
where the focus is shifted from the individual in
isolation to the larger business entity as a whole.

Figure 8: Which three marketing-related areas do you expect to jump furthest up your organisation’s
priority list in 2019? (the marketer view)
1%
2%
14%
21%
25%
32%
39%
42%
42%
55%
Other
None of the above
Managing headcount and realignment of job functions
Increased automation of time-consuming tasks
Scalable campaign management
Building an integrated experience platform
Understanding return on marketing investment (ROMI)
Integration of marketing tools for greater efficiencies and
better workflow
Improving customer intelligence and insights for a holistic
customer view
Better use of data for more effective audience segmentation
and targeting
Respondents: 1,098Methodology note: Respondents could check up to three options.
4. https://www.adobe.com/uk/modal-offers/customer-
analytics-2018.html (registration required)
Marketers in the spotlight… priorities and challenges
This doubling-down on data is backed up by
Figure 8, which looks specifically at changing priorities
for those working in marketing (23% of our total
sample).‘Better use of data for more effective audience
segmentation and targeting’ is where most marketers
place increased emphasis for the coming year.
The majority (55%) of marketers expect this to be
among their top three organisational priorities
during 2019. The second most popular choice
for marketers is another strongly data-led theme
– that of‘improving customer intelligence and
insights for a holistic customer view’(42%).
This importance of a 360-degree view of the
customer is consistent with the findings of a recent
report published by Adobe. This research found
that a complete view of customer interactions
was the company attribute most strongly
correlated with customer intelligence maturity.4
The emphasis on data capabilities is particularly
pronounced in the United States. There, two-thirds
(65%) of organisations expect to significantly increase
their focus on use of data for audience segmentation
and targeting in 2019, and 42% have a similar outlook
regarding improving customer insight (see Figure 36 in
Appendix 2). In other regions, marketing priorities are
more evenly split across areas ranging from building
new data capabilities and integrating technology,
to understanding return on marketing investment.

Many companies have realised that data analytics
is no longer the preserve of pioneers, or those at
the‘bleeding edge’. Companies recognise there
is no time to waste when it comes to better use
of data – whether that’s employing people with
the right skills, investing in the right technology or
enabling better cross-departmental collaboration.
The numbers are also an indication of increased
business confidence in the building blocks that are
necessary for excelling in data-driven marketing,
including platforms and operational best practices.
An increased focus on consumer data protection
has no doubt acted as a further driver – or wake-up
call – in some markets during 2018 (see Section 6:
Control of Data: Compliance and Walled Gardens).
While the signs are that many businesses are set to
inject fresh impetus into their data-driven marketing
activity over the coming 12 months, complexities
remain. Many respondents still cite‘difficulty getting
a holistic view of customers across all interactions’
(44%) and‘tracking marketing effectiveness and media
spend’ (41%) as‘challenges likely to keep them awake
at night’(Figure 9). When viewed in conjunction
with the increased focus being placed on audience
and customer intelligence shown in Figure 8, these
figures show how eager many businesses are to
tackle the gaps in their picture of user behaviour.
Many businesses have been seeking to address
internal bottlenecks such as organisational silos and
platform incompatibility and, in the advertising realm,
media accountability and brand safety have continued
to be major issues. Vodafone Group was one of
various large brands to highlight in 2018 that it was
considering the in-housing of certain digital business
functions in some markets, in a bid to drive greater
visibility and efficiency in advertising. The then-Chief
Executive Vittorio Colao cited the ability to closely
track media spend as a‘critical skill for the future’5
.
Large organisations
regard‘data-driven
marketing that
focuses on the
individual’(24%)
as the single most
exciting opportunity
in 2019, ahead of
‘optimising the
customer experience’
(19%) in second place.
5. https://www.vodafone.com/content/dam/vodafone/investors/financial_
results_feeds/year-ended-31-march-2018/FY_2018_Transcript.pdf

Figure 9: What are the top three marketing-related challenges most likely to keep you awake at
night? (the marketer view)
2%
3%
16%
20%
28%
34%
38%
40%
41%
44%
Other
None of the above
Poor reporting attribution
Lack of specialist marketing expertise
Personalising customer experience without violating
consumer privacy
Lack of marketing technology integration
Lack of internal resources
Ensuring consistent experience throughout the customer
lifecycle
Difficulty tracking marketing effectiveness and media spend
Difficulty getting a holistic view of customers across all
interactions
Respondents: 1,098Methodology note: Respondents could check up to three options.
While many organisations remain keen to improve
marketing visibility and accountability over
the course of 2019, achieving this will require
significant investment. Nearly four in ten (38%)
marketers cite their‘lack of internal resources’as an
ongoing challenge when it comes to progressing
digital plans. A third (34%) remain hampered
by a‘lack of marketing technology integration’ – a
long-cited barrier to securing an end-to-end
view of audience and customer interactions.
The top priority for those
working in marketing is
‘better use of data for
more effective audience
segmentation and
targeting’(55%).

5.
Customer journey
management holds key
to personalisation.
A key requirement for delivering better data-
driven customer experiences is understanding the
journeys taken by each user and how to improve
them. According to Ivan Pollard, Global CMO at US-
based multinational food company General Mills,
understanding the complexities of the customer
journey is the second most important priority after
producing high-quality and affordable food.
“Data is going to unlock the complexity of any number of
customer journeys and we can understand and connect
with them at the right time. And every one of them will
be slightly different. Understanding the quantum world
of customer journeys is priority number two. It’s where
data meets products meets customer experience.”
General Mills is not alone in recognising this area
as vital for success. As can be seen in Figure 10,
customer journey management (33%) is the top
digital-related priority for larger organisations.

Figure 10: Which digital-related areas are the top priorities for your organisation in 2019?
(larger organisations, US$195m+ revenues)
2%
2%
6%
7%
7%
8%
9%
10%
11%
12%
12%
14%
15%
15%
17%
17%
21%
21%
21%
28%
33%
None of the above
Voice interfaces
Programmatic buying / optimisation
Account-based marketing (ABM)
Search engine marketing
Audience management
Customer scoring and predictive marketing
Unifying online and offline data
Mobile engagement and optimisation
Conversion rate optimisation
Lead management
Video content
Content management
Social media engagement and analytics
Marketing automation
Ecommerce
Content marketing
Multichannel campaign management
Customer data management
Targeting and personalisation
Customer journey management
Respondents: 530
Data is going to unlock
the complexity of any
number of customer
journeys and we
can understand and
connect with them
at the right time. And
every one of them will
be slightly different.
Ivan Pollard
Global CMO, General Mills
“The second biggest digital-related priority as shown
in Figure 10 is targeting and personalisation, and
this is consistent with Figure 11 where delivering
personalised experiences in real time emerges as the
most exciting prospect over a three-year view. More
than a third (37%) of larger organisations and 31%
of smaller ones make this their first-choice option.
Other trends regarded as exciting drivers of
opportunities in the medium term include artificial
intelligence (and bots), virtual or augmented
reality, and the Internet of Things (IoT) which
are all viewed as having great potential by a
significant minority of responding companies.

Significantly, all the tech-driven trends shown in
Figure 11 can in themselves play an important
role in enabling better and more personalised
customer experiences, whether blockchain-based
functionality that reduces friction in the customer
journey, or voice search technology that makes
engagement even more intuitive for consumers.
Companies must ensure that they are planning for
the future, not just by keeping an eye on technology
trends, but ensuring that they are devoting sufficient
budget to innovation and experimentation.
Figure 11: Looking ahead, which of these do you regard as the most exciting prospect in three years’
time? (larger versus smaller organisations)
1%
5%
6%
8%
9%
12%
22%
37%
3%
8%
5%
7%
14%
15%
17%
31%
Other
Enhanced payment technologies e.g. mobile wallets, e-
receipts
Voice interfaces e.g. Amazon Echo, Google Home
Blockchain-based functionality
audience tracking
experiences
Delivering personalised experiences in real time
Organisations with annual revenues of less than US$195m
Organisations with annual revenues of more than US$195m
Respondents: 2,082
Larger organisations
regard the delivery of
personalised experiences
in real time (37%) as the
most exciting prospect
in three years’time.

Figure 12: Which of the following have you started to incorporate into your business?
(B2B versus B2C)
9%
10%
7%
33%
16%
24%
18%
39%
11%
8%
12%
18%
19%
23%
25%
39%
Other
Voice interfaces e.g. Amazon Echo, Google Home
Blockchain-based functionality
Enhanced payment technologies e.g. mobile wallets, e-
receipts
experiences
audience tracking
Delivering personalised experiences in real time
B2B B2C
Respondents: 2,108
Figure 12 shows the extent to which companies
surveyed have started to harness these
technologies for their business already, with
the delivery of personalised experiences in real
time the most commonly incorporated. Further
analysis of the data shows that US companies are
further ahead of other markets (45% compared
to 38% in Europe and 39% in Asia Pacific).
Enhanced payment technologies (33%) is
a stand-out area for B2C companies, with
brands aware that they need to cater for the
needs of consumers in the here and now.
According to Visa’s Lynne Biggar:“We are a payments
technology company in a world where the payments
ecosystem is changing rapidly, in ways that allow
consumers to have much more control. The world
is going cashless—it is going beyond just physical
plastic cards towards voice and the internet of
things. We are very focused on moving Visa ahead
of where the payments ecosystem is going.
“The biggest opportunity in the United States over
the coming year will be contactless payments. By the
end of 2019, we expect there to be over 100 million
Visa contactless cards in the United States. In global
markets, it will be around the increasing opportunities
for payments to appear in new and different ways,
whether it’s your Fitbit, your phone or your car. We
are going to see commerce and, in particular, mobile
commerce, become much more streamlined.”
“
The world is going
cashless—it is going
beyond just physical plastic
cards towards voice and
the internet of things.
Lynne Biggar
CMO, Visa

Figure 13: Which three areas do you expect to jump furthest up your organisation’s priority list in
2019? (the creative view)
1%
3%
23%
24%
33%
34%
37%
37%
51%
Other
None of the above
Bringing content creation in-house
Attracting and retaining creative talent
Collaboration across teams
Speeding up / scaling content creation to meet marketing
needs
Ensuring high-quality experiences on any device or channel
(e.g. mobile, desktop, video)
Maintaining consistency of the brand
Creating standout content and campaigns
Respondents: 558
Creatives in the spotlight
More than a quarter of respondents to this year’s
survey say they are in creative or design roles, a greater
proportion than for any other business function.
While data-fuelled customer journey management
and personalisation are becoming increasingly vital
for successful marketing and customer experience
programmes, companies are setting themselves
up for failure if they think excellence in data can
compensate for sub-standard creativity and design.
Creatives regard‘standout content and
campaigns’as the number one priority for
2019 (Figure 13), highlighting the need for
cut-through in a world where the attention
of consumers is more elusive than ever.
Creatives regard ‘standout
content and campaigns’ as
the number one priority
for 2019, highlighting
the need for cut-through
in a world where the
attention of consumers is
more elusive than ever.

Creativity isn’t necessarily about
the big idea. It’s about showing
empathy for someone and
then creating and delivering
something that gives them a
little reason to smile. Things like
the animation when you tip on
Deliveroo. There’s only tension
between creativity and the rest of
the organisation when creativity
becomes about the big campaign
idea because those can get in the
way of a seamless journey from
the customer point of view.
Laurence Parkes
Chief Strategy Officer, Rufus Leonard
“
Clive Grinyer, a consultant and former head of design
at Barclays and Orange, said that many organisations
are missing an opportunity to enhance design by
drawing on data: “Usually organisations are very
good at collecting data and they’re not very good at
doing anything with it. They’re very bad at converting
information into knowledge and wisdom, and moving
that into design actions that make companies respond
better and find new opportunities to innovate.”
‘Ensuring high-quality experiences on any device or
channel’is another area of focus that is jumping
up the priority list for creatives in 2019, cited by
more than a third (37%) of these respondents.
According to Grinyer, a key focus of design
should be the integration of digital and physical
experiences, with mobile phones helping to
act as a bridge between what have all-too-
frequently been separate worlds. “Data has huge
possibilities. It sets you up for a future of incredibly
personalised, brilliant experiences to design.”
He added: “A lot of the digital challenge today is
how you design digitally in non-digital situations, for
example in retail. Retail has been divided between
whether you go online or into a store. Blending that
is a whole new way that digital can go and enhance
the physical space. Where we tend to keep dividing the
physical and the digital, we should be merging them
together, helped by the ubiquity of mobile devices.”
Better use of data – enabled by artificial intelligence
and machine learning – will increasingly help with
the design and delivery of digital experiences.
Utilising its AI-powered Sensei technology, Adobe
unveiled a range of new Creative Cloud features in
2018 specifically aimed at creatives to help them
work more efficiently by saving time on repetitive,
non-creative tasks. The new features relate to its
core applications such as Photoshop and Adobe
XD, which is enabling voice app design.

6.
Control of data:
compliance and
walled gardens.
The ability to personalise in real time – a key theme
in the previous section of the report – ultimately
depends on companies having control of the
data that powers the best possible experiences.
In order to activate data, companies must also
have a strong grip on how they handle the
flow of information throughout both their own
organisation and the entire partner ecosystem.
Tackling this issue of data control requires a focus on
making sure that data is not wasted, by ensuring data
is‘democratised’and freed from departmental silos
or closed solutions. It also means making considered
choices when selecting which third parties to work
with. The nature of the modern-day digital business
means organisations must become increasingly
open to partners, with careful assessment of their
security policies increasingly vital for data hygiene.
Another key consideration is determining
whether long-term commercial objectives are
best served by operating on closed platforms
– known commonly as‘walled gardens’6
– that
only let you play on their terms. This theme
has been thrust in the spotlight in 2018, amid
increased attention on data retention and sharing
practices of the Facebook and Google duopoly.
6. https://medium.com/mediarithmics-what-is/what-is-a-walled-garden-and-why-it-
is-the-strategy-of-google-facebook-and-amazon-ads-platform-296ddeb784b1

Figure 14: What impact has the increased focus on consumer data protection (e.g. the EU’s GDPR)
had on your organisation? (by CX maturity)
52%
40%
8%
37%
47%
16%
Positive impact No impact Negative impact
CX leaders Others
Respondents: 3,280
Improving data control is a complex and multi-
faceted challenge, cutting across numerous
departments within the organisation that have a
stake in the data realm. Getting ahead of the game
on data governance is also increasingly important for
regulatory compliance, particularly in jurisdictions
where consumer data protection norms have been
tightened. These themes are becoming increasingly
intertwined, as any business that has faced the
fallout of a customer data breach will attest.
More than a quarter (28%) of marketers cite
the difficulties of‘personalising customer
experience without violating consumer privacy’as
something most likely to keep them awake at night
(Figure 9). But if an organisation aspires to be a leader
in exploiting customer data, then it must also ensure
it is a pace-setter when it comes to looking after it,
meaning that best practice becomes an opportunity.
Indeed, for those companies with advanced CX
maturity, consumer data protection is very much an
opportunity, with more than half (52%) of CX leaders
seeing a‘positive impact’, compared to only 8% who
see a‘negative impact’(Figure 14).
“
We want to convey that
consumers can enjoy
great benefits from
sharing data with us, but
it’s our responsibility to
make sure there’s value
in that exchange.
Jennifer LaFrance
Director of Global Digital Strategy,
McCormick & Company

Figure 15: What impact has the increased focus on consumer data protection (e.g. the EU’s GDPR)
had on your organisation? (regional comparison)
34%
28%
47%
32%
42% 41%
42%
64% 44% 60% 51% 53%
24% 8% 9% 8% 7% 6%
Europe United States Asia Australia /
New Zealand
Middle East Other
Positive impact No impact Negative impact
Respondents: 3,527
According to Jennifer LaFrance, Director of
Global Digital Strategy at McCormick & Company,
data security and transparency remains a
top priority for the business in 2019.
“For all of us working in global roles, we’ve been
through the adventure of adhering to GDPR.
Coupled with the news headlines about high-
profile security and data breaches, I think it just
heightens everyone’s thoughts around this.
“How we handle and use consumer data here at
McCormick is very much a top priority. We have
made a lot of investments to let consumers know
we are protecting their data. We’ve established a
global privacy council and this year our attention is
going to be on developing consumer engagement
principles, similar to a consumer bill of rights. We want
to convey that consumers can enjoy great benefits
from sharing data with us, but it’s our responsibility
to make sure there’s value in that exchange.”
The growth in attention being paid to data
governance and management policies is not
just a legal and regulatory box-ticking exercise;
it is also closely linked to business performance.
Across all regions, significantly more businesses
say they have experienced a positive rather
than negative impact from the increased focus
on consumer data protection (Figure 15).
Regionally, however, it remains clear that businesses
are at different stages in the data protection journey,
with the level of pressure from regulators and the
market a key factor. Naturally, in the United States,
where consumer data norms have historically
been perceived as lighter, businesses have felt less
impact from increased attention on data protection
– whether positive or negative. Almost two-
thirds (64%) have felt no impact at all, a surprising
finding given the signing into law of the California
Consumer Privacy Act (CCPA) in June 2018.

In Europe, the picture is different, no doubt linked
with more privacy-conscious cultures in certain
countries and last year’s introduction of the EU’s
General Data Protection Regulation (GDPR), which
placed an onus on businesses to increase controls.
Those in Europe are significantly more likely than
those in other regions to report a negative impact
(24%), though even here a higher proportion
report a positive impact (34%). This higher level of
negativity highlights the disruptive jolt experienced
by many businesses in the run-up and aftermath
of the GDPR coming into effect in May 2018.
Strikingly, in Asia, there is a stronger tendency than
elsewhere for organisations to cite data protection as
a positive business driver. A much higher proportion
of businesses (47%) indicate they have experienced
positive effects than in any other region, presumably
largely as a result of increased levels of consumer
trust translating into better business performance.
Walled gardens
It is evident that the issue of walled gardens in the
context of data, and the imbalances and limitations
they place on marketing activities, is resonating
widely. If a business wants to reach millions of
customers in a targeted and timely way, then they
currently have little option but to engage with
them on platforms such as Facebook and Google.
However, this typically means accepting a lower level
of data control and gaining only abridged insights
into the response to those campaigns, as well as
inviting competitive risks around outside usage of
that data and potential damage to the brand.
Keynoting at ad:tech New York at the end of 2017,
McDonald’s Global VP for Media, CRM and Digital
Merchandising, Bob Rupczynski, said that brands
could gain major benefits by pursuing a more
holistic view of the consumer and reducing their
reliance on walled gardens. “Walled gardens enclose
and divide data… They make a complete view of
our consumers very difficult to get at,” he said.7
More than a quarter
(28%) of marketers
cite difficulties
‘personalising
customer experience
without violating
consumer privacy’
as a challenge most
likely to keep them
awake at night.
7. https://www.warc.com/NewsAndOpinion/News/39924

Figure 16: Which of the following are the top three advertising-related challenges most likely to keep
your clients awake at night? (the agency view)
1%
3%
9%
10%
17%
18%
20%
32%
34%
36%
41%
44%
Other
None of the above
Managing move to in-house programmatic
Ad blocking
Ad fraud
Integrating adtech with martech
Ad viewability
Pricing transparency (including agencies and tech partners)
Inconsistent measurement across media channels
Personalising consumer experiences without violating
privacy
Integrating data across channels
Walled audience data silos, e.g. Facebook, Google
Respondents: 290
This threat is becoming more difficult to ignore
as data-driven marketing capabilities progress
further, and the power of these giants comes under
the spotlight. Through the lens of advertising
respondents working for agencies (Figure 16),
this has become the most pressing issue for
brands. More than four in ten (44%) supply-side
respondents describe‘walled audience data silos,
such as Facebook and Google’as one of the key issues
most likely to keep their clients awake at night.
This headache outweighs numerous other (external
and internal) issues that digital advertisers are facing
as they seek to gain a fuller picture of customer
behaviour and preferences. The challenges of
‘integrating data across channels’ and tackling
‘inconsistent measurement across media channels’are
also problems widely seen by advertising agencies as
top-three challenges (41% and 34%, respectively).
The theme of walled data gardens also significantly
overshadows high-profile issues that have dominated
media industry coverage in the last year or more,
such as‘ad viewability’(20%) and‘ad fraud’(17%).
When it comes to laying down the building blocks
of joined-up and data-led marketing, the restrictions
that accompany use of these siloed advertising
platforms are as much of a barrier as internal technical
bottlenecks within businesses. Like integrating data
across different channels, the task of‘integrating
adtech and martech’(18%, Figure 16) is crucial for
gaining a holistic approach to customer experience,
but is still less widely seen by agencies as a major
challenge than walled audience data silos.

7.
Increased uptake of
artificial intelligence.
Research provider Tractica forecasts software
implementations falling under the AI umbrella will
generate $105.8bn in revenue by 2025, up from $8.1bn
in 2018, with the telecoms, consumer and advertising
industries forming the three largest adopters.8
This growing interest in AI is evidenced by
Figure 17 which shows a 50% increase since last
year in the proportion of larger organisations
(US$195m+) already using AI, up from 24% to 36%.
This compares to only 12% of smaller companies
reporting use of AI (see Figure 37 in Appendix 2).
There has been a 50%
increase since last year in
the proportion of larger
organisations stating
they are using AI.
8. https://www.tractica.com/newsroom/press-releases/artificial-intelligence-
software-market-to-reach-105-8-billion-in-annual-worldwide-revenue-by-2025/

Figure 17: Is your organisation using or planning to invest in artificial intelligence (AI) in 2019?
24%
41%
35%
36%
38%
26%
Yes – we are already using AI Yes – we are planning to invest in AI No – we have no plans to invest in AI
2018 2019
Although not all organisations are alive to the
possibilities, Figure 18 shows the wide range of ways
AI can help businesses interact more effectively
with their customers. Keen interest continues to
be shown in how AI can enhance data analysis,
promising to enable much more efficient mining
and examination of the huge volume of data –
both structured and unstructured – generated by
campaigns and other customer interactions.
The ability to autonomously evaluate and learn is
perceived to lend itself naturally to predictive analytics,
bringing organisations new levels of intelligence
and insight regarding likely future trends. Half of
respondents that are already using AI are doing so
for analysis of data, while analytics is the business
function where companies are most likely to have
deployed the technology (see Figure 38 in Appendix 2).
No other use case is close to having gained traction as
widespread as data analysis. However, it is notable that
there has been a rise in usage of AI for optimisation
and testing. Nearly a quarter (24%) of AI users have
deployed the technology with this aim in mind, up
from 20% in 2018 (see Figure 39 in Appendix 2).
It is also instructive that CX leaders are twice as likely
as others to be using AI within their organisations
(Figure 19). These organisations are more likely to
recognise that AI can power greater relevance and
better personalisation through better informed
split-second decisions that can dramatically
impact the consumer’s impression of a brand in a
particular context and given moment in time.9
9. https://www.adobe.com/uk/modal-offers/artificial_
intelligence_context_is_everything.html

Figure 18: With regards to automation of specific marketing-related activities, what is your
organisation currently using AI for? (larger versus smaller organisations)
9%
10%
5%
6%
9%
11%
15%
17%
19%
23%
26%
26%
27%
55%
7%
12%
18%
12%
5%
13%
20%
20%
27%
17%
23%
21%
14%
46%
Don’t know
Other
Video recognition and/or processing
Creative and design work
Automated offers (e.g. coupon codes)
Digital asset management
Content creation
Image recognition and/or processing
Email marketing
Automated campaigns
Optimisation and testing
On-site personalisation
Programmatic advertising
Analysis of data
Methodology note: This question was conditional on using AI. Respondents: 322
According to Kristof Fahy, interim CMO of
Checkatrade.com: “Automation and the ability to
deal with some of the grunt stuff in life like online
shopping is an interesting space. We don’t talk
enough about how we serve customers coming to
us. That’s where you can join data, AI and machine
learning, and really help customers. The happier
your customers, the more they spend with you.
“On the one side, automation is touted as freeing
[marketers] up to be creative and on the other it’s
going to help generate smart data to deliver really
interesting and smooth customer journeys.”
Citibank is a good example of a bank trying to improve
the customer experience through use of artificial
intelligence. According to James Keady, the bank’s
Director of Digital Engagement for Asia and EMEA:
“There’s still a big piece of work to do in getting consumers
who have been resistant to digital transformation to
change their behaviour. Digitally enabled conversational
banking is a developing technology that will improve
the way customers interface with banks, delivering
more efficient, always on-solutions. There is still a lot
of dependency between customers and traditional
channels such as phone, so we are constantly building
learnings around customer interactions to create better
experiences when and where customers require as they
are increasingly global and mobile. There is still a long
way to go, however AI and related technology will play a
key role in enabling this for our customers in the future.”

Figure 19: Is your organisation using or planning to invest in artificial intelligence (AI) in 2019?
(by CX maturity)
36%
31%
33%
18%
31%
51%
CX leaders Others
Respondents: 3,346
On the one side,
automation is touted
as freeing [marketers]
up to be creative and
on the other it’s going
to help generate smart
data to deliver really
interesting and smooth
customer journeys.
Kristof Fahy
Interim CMO, Checkatrade.com
“
While many companies are now embracing AI,
there are signs that there is still a lingering lack
of awareness about AI’s promise for delivering
performance improvement – whether in terms
of efficiencies or revenue gain. It also appears
that many of the businesses that are abreast with
AI capabilities remain in experimentation mode
and are yet to firm up a concrete roadmap.
Only 16% of larger organisations (Figure 20) deem
solutions‘too expensive’, and only 18% report they are
‘not advanced enough’. Instead, the sticking point for
many appears a lack of awareness and understanding
about the‘how’and‘why’of AI. A third (33%) of larger
organisations cite‘no perceived need’, while 37%
concede a‘lack of knowledge on how they can use AI’,
and 38% have not yet ‘assessed how they could use AI’.

Figure 20: Why is your organisation not using or planning to use AI?
3%
2%
5%
16%
18%
22%
23%
33%
35%
37%
38%
41%
Don’t know
Other
Amount of time required to train AI system logic
Current solutions are too expensive
Current solutions are not advanced enough
Lack of high-quality data
Data in too many locations / not accessible
No perceived need
Lack of resource
Lack of knowledge on how we can use it
We haven’t assessed how we could use AI
Our organisation is not mature enough to make use of AI
Respondents: 131
A further barrier to tackle is the perception, among
some organisations, that AI is the preserve of more
advanced organisations with deeper pockets.
Three in ten (35%) see‘lack of resource’ as the main
reason they have not yet deployed AI, while 41%
claim their organisation is‘not mature enough’.
This conflicts with AI’s promise as an integral piece
of the marketing toolset, and one that delivers cost
efficiencies previous technology implementations
could not. Again, this points to a need to widen
availability of AI skills and knowledge.
CX leaders are twice
as likely as others to
be using AI within
their organisations.

Figure 21: When you think about technology of the future like self-driving cars or grocery stores
without employees, how does it make you feel? (all respondents)
36%
26%
22%
5%
4% 1% 3% 3%
Curious Really excited Cautious Happy Afraid Angry None of the
above
Other
Respondents: 5,893
Business professionals remain in a state of anticipation
regarding how technology developments will
impact their field of activity. This positivity extends
not just to business performance expectations
but also to personal perspectives on how
industry and commerce are set to evolve.
Survey respondents are most likely to describe
themselves as‘curious’(36%) when it comes to
the impact of automation (Figure 21), positioned
in the context of‘self-driving cars’and‘grocery
stores without employees’. Just over a quarter
(26%) are‘really excited’, while 22% are‘cautious’and
5% are‘happy’. Relatively few survey respondents
report more negative emotions, with only
4% saying they are‘afraid’and 1%‘angry’.
Looking at differences in regional psyche, survey
respondents in Europe and Asia Pacific are broadly
positive – and it is in the United States where
concern is most prevalent. In Europe, more than
two-thirds (68%) of executives respond positively
to the possibilities of automation, by declaring
themselves‘really excited,‘curious’or‘happy’. In
the US, only 55% do so, and respondents are
much more likely to describe themselves as
‘cautious’(34%, versus 21% in Europe and 24%
in Asia Pacific – see Figure 40 in Appendix 2).

1. Keep pushing the customer-first
agenda within the organisation
When it comes to focusing on the customer
experience, there is no room for complacency,
even among companies that consider
themselves advanced in this respect. Consumer
expectations continue to grow all the time.
The key to customer experience success is both a top-
down and bottom-up approach. Boardroom buy-in is
essential for ensuring that different business functions
are all pulling in the same direction. By cultivating
a customer-first culture, those working across the
organisation – including those in both customer-
facing and back-office roles – will feel empowered
to make decisions that result in better experiences.
2. Cherish your data as an important
asset… and be wary of walled gardens
Companies must recognise that their data can be a
game-changing asset when it is properly captured
and activated. Customer data as a resource is at its
most powerful when organisations can create a single
customer view, by combining data from different
touchpoints and devices. Data also needs to be
democratised, i.e. accessible to the wider business and
not just the preserve of analysts and data scientists.
If the value of data is to be fully harnessed,
companies must be able to access that data
without restrictions. Seek to lessen the headaches
caused by walled audience data silos, such as
Facebook and Google, by choosing neutral and
open-platform technologies for digital analytics.
8.
Recommendations.

3. Activate customer data
Digital analytics has evolved from static, rear-view-
mirror reporting to becoming the brain behind truly
orchestrated one-to-one marketing at scale, through
predictive and prescriptive analytics. As well as
collecting the right data, the necessary technology
connections must be in place to make sure that the
right content and messaging are activated at the right
time, for example through a content management
system or marketing automation platform.
Companies with best-of-breed customer data
and audience management technology can
now combine their own proprietary data with
second- and third-party data, enabling even
more personalised and fruitful engagements. As
well as leading to more effective and automated
marketing activities, the right data connections
can also improve your attribution capabilities,
leading to better optimisation of the media mix.
4. Strive for integrated CX, martech and adtech
Better collection and activation of data require a
strong foundation of integrated CX, marketing and
advertising technology to maximise competitive
advantage through customer intelligence.
Organisations can expend a huge of amount of energy
trying to integrate disparate tools and platforms, an
undertaking which is greatly simplified when they
invest in a unified technology setup in the first place.
CMOs and CIOs should be working in unison to
help ensure that their platforms are as joined-up
as possible, rather than focusing unnecessarily
on the type of behind-the-scenes‘plumbing’
that in many cases shouldn’t be necessary.
5. Educate your organisation about the
potential of AI and machine learning
The research shows significant growth in the uptake
of artificial intelligence by larger organisations, and,
in particular, among customer experience leaders.
These companies recognise that AI allows better
split-second decisioning based on real-time customer
data and actions. Another significant benefit of AI
and machine learning is the way that technology
can free up marketers, analysts and creatives to
do higher-value tasks and less of the mundane.
Those in senior roles should make it their business
to know how they are using AI, and seek to
understand how further AI-driven automation
of activities can help to have an impact on both
top- and bottom-line business performance.

Figure 22: In which region are you based?
47%
24%
14%
8%
2% 5%
Europe Asia United States Australia / New
Zealand
Middle East Other
Respondents: 12,815
Appendix 1:
Respondent profiles.
This report is based on an online survey of business
professionals, carried out in November and December 2018.
A total of 12,815 respondents took part in the survey, including
60% from the client-side and 40% from the supply-side
(including agency marketers, consultants and those working
for technology vendors or other service providers).
The following charts provide further details
on the profile of survey respondents.

Figure 23: In which of the following countries are you based? (European respondents)
16%
2%
2%
2%
2%
3%
3%
4%
5%
7%
8%
10%
18%
18%
Other
Finland
Denmark
Norway
Belgium
Spain
Austria
Netherlands
Switzerland
Sweden
France
Italy
UK
Germany
Respondents: 5,798
Figure 24: In which of the following countries are you based? (APAC respondents)
4%
1%
2%
2%
2%
3%
4%
6%
16%
17%
18%
25%
Other
Japan
Indonesia
Thailand
Philippines
Malaysia
Singapore
China
India
Taiwan
South Korea
Australia / New Zealand
Respondents: 3,797

Figure 38: Which department in your organisation (or your clients’organisations) is making the most
use of artificial intelligence and machine learning for the automation of tasks?
4%
2%
4%
1%
6%
9%
7%
8%
15%
6%
15%
23%
11%
1%
3%
4%
4%
4%
5%
6%
7%
10%
11%
17%
17%
Other
Mobile
Sales
Content / editorial
Web development
Creative / design
Advertising
Ecommerce
Customer service
Marketing
Operations
IT
Analytics
Company respondents Agency respondents
Company respondents: 477
Agency respondents: 288
Figure 39: With regards to automation of specific marketing-related activities, what is your
organisation currently using AI for?
8%
11%
8%
11%
11%
11%
17%
18%
18%
19%
22%
22%
24%
51%
13%
6%
10%
16%
12%
16%
20%
21%
19%
21%
27%
23%
20%
50%
Don’t know
Other
Automated offers (e.g. coupon codes)
Creative and design work
Video recognition and/or processing
Digital asset management
Image recognition and/or processing
Content creation
Automated campaigns
Programmatic advertising
Email marketing
On-site personalisation
Optimisation and testing
Analysis of data
2018 2019

Figure 25: What best describes your job role?
18%
4%
9%
10%
25%
12%
22%
23%
3%
4%
4%
15%
18%
33%
Other
VP / SVP / EVP
Board level
C-level / general manager
Director / senior director
Junior executive / associate
Manager
Company respondents: 6,642
Agency respondents: 4,551
Figure 26: Which business function does your role most closely align with? (company respondents)
10%
2%
2%
3%
3%
4%
4%
4%
7%
10%
23%
28%
Other
Sales
Customer service
Ecommerce
Advertising
Analytics
Operations
Web development
Content / editorial
IT
Marketing
Creative / design
Respondents: 6,645

Figure 27: In what area is your company primarily focused in supporting clients?
(agency respondents)
39%
19%
12%
11%
4%
15%
Creative / design Marketing Advertising IT Ecommerce Other
Respondents: 4,552
Figure 28: In which business sector is your organisation? (company respondents)
16%
2%
3%
4%
5%
5%
5%
5%
6%
6%
7%
8%
8%
9%
11%
Other
Telecoms
Automotive
Travel and Hospitality
Charities and Non-Profit
Healthcare and Pharmaceuticals
Consumer Goods
Government
Professional Services (e.g. consulting)
Print / Publishing
Retail / Ecommerce
Financial Services and Insurance
Media and Entertainment
Manufacturing and Engineering
Technology
Respondents: 6,255

Figure 29: Are you more focused on B2B or B2C as a business? (company respondents)
31%
32%
37%
B2B B2C B2B and B2C (equally)
Respondents: 6,239
Figure 30: What is your annual company revenue?
22%
23%
16%
11%
13%
15%
48%
28%
10%
4% 4%
6%
<US$1.3 million US$1.3 – US$13
million
US$13 – US$65
million
US$65 – US$195
million
US$195 million –
US$1.3 billion
More than US$1.3
billion

Figure 31: To what extent does digital permeate your own organisation’s marketing activities?
12%
20%
44%
14%
10%
9%
20%
45%
15%
11%
9%
19%
46%
15%
11%
8%
21%
42%
16%
13%
10%
20%
43%
14%
14%
Don’t know
Digital marketing is very much separate
Digital permeates most of our marketing activities
Digital permeates all our marketing activities
We are a digital-first organisation
2015 2016 2017 2018 2019
Respondents 2019: 3,438 | 2018: 4,197
Respondents 2017: 5,289 | 2016: 2,638 | 2015: 2,245
Appendix 2:
Other selected charts.

Figure 32: What best describes your organisation’s approach to marketing and customer
experience technology?
12%
28%
43%
17%
9%
27%
46%
18%
We have a somewhat
technology stack
integration between
technologies
based technology
2018 2019
significant margin (for different types of technology setup)
30%
17%
13%
9%
We have a somewhat
technology stack
integration between
technologies
based technology
Respondents: 3,241

Figure 34: What best describes your organisation’s approach to marketing and customer experience
technology? (regional comparison)
12%
28%
44%
16%
8%
25%
46%
21%
9%
25%
46%
20%
We have a somewhat
technology stack
integration between
technologies
based technology
United States Europe Asia Pacific
Respondents: 3,643
Figure 35: What best describes your (or your clients’) plans for CX-related technology spending
in 2019?
50%
45%
5%
52%
41%
7%
We / they plan to increase our / their CX-
related technology spending
We / they plan to keep our / their CX-
related technology spending the same
We / they plan to decrease our / their
CX-related technology spending

Figure 36: Which three marketing-related areas do you expect to jump furthest up your
organisation’s priority list in 2019? (regional comparison)
2%
15%
20%
36%
23%
44%
44%
39%
52%
1%
2%
13%
24%
29%
26%
38%
39%
42%
55%
4%
14%
16%
20%
23%
36%
42%
52%
65%
Other
None of the above
Managing headcount and realignment of job functions
Increased automation of time-consuming tasks
Building an integrated experience platform
Scalable campaign management
Understanding return on marketing investment (ROMI)
Improving customer intelligence and insights for a holistic
customer view
Integration of marketing tools for greater efficiencies and
better workflow
Better use of data for more effective audience segmentation
and targeting
Respondents: 1,040
Figure 37: Is your organisation using or planning to invest in artificial intelligence (AI) in 2019? (larger
versus smaller organisations)
12%
29%
59%
36%
38%
26%
Respondents: 2,103

Figure 40: When you think about technology of the future like self-driving cars or grocery stores
without employees, how does it make you feel? (regional comparison)
3%
4%
1%
3%
4%
21%
40%
24%
3%
4%
1%
3%
5%
22%
41%
21%
4%
4%
1%
2%
3%
19%
33%
34%
Other
None of the above
Angry
Afraid
Happy
Really excited
Curious
Cautious
Respondents: 3,569

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About Adobe Experience Cloud
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cloud services designed to give enterprises everything
needed to deliver exceptional customer experiences.
Comprised of Adobe Marketing Cloud, Adobe
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Cloud, Experience Cloud is built on the Adobe
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Leveraging Adobe Sensei’s machine learning and
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systems, and a robust partner ecosystem that offer
an unmatched expertise in experience delivery.
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2019 Digital Trends by Adobe

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